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Project Management

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By the end of this session, you will be able to:

• Identify and explain project management, its context and environment

• Examine the project lifecycle

• Assess roles, responsibilities and organisational structures

• Analyse risks and evaluate success

Learning Outcomes

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Discuss:

1. What makes

something a project?

2. Complete the situation

starter activity, to

review how to handle

a change in project

planning

Starter Activity

What is Project Management?

6

• The Association for Project Management defines project management as:

‘The application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget.’

What is Project Management?

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1. Watch the video on project

management

2. Make a list of the projects that

you may or may not be

involved in within your

department or business?

• https://youtu.be/Jk-JwtScIlw

Activity

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Projects are formulated and undertaken in order to introduce a change to an existing status quo.

This distinguishes them from operational tasks.

Business as Usual (BAU) or a Project?

Business as Usual (BAU)

“An organisation’s normal day-to-

day operations”

Some characteristics:

• Ongoing

• Maintains the status quo

• Uses known management

approaches

• Involves little uncertainty

Project

“A unique, transient endeavour undertaken

to achieve a desired outcome.”

Some characteristics

• Starts with an idea / goal to be realised

• Introduces change

• Finite in length

• Flexible management approaches

• Contains risk and uncertainty

• Has a life cycle

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• A unique collection of clearly defined activities aimed at producing specified results – the project objectives:

• Within an agreed time

• To an agreed cost

• With the desired quality

• Within an agreed scope

• Project Management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives

Projects Involve?

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Projects may arise as a result of different drivers. These may include:

• Evolving business strategy / change to business model

• Customer demand for new product / service

• Opportunity to enter new market

• Responding to external factors

• Need to improve operational performance

• Enable business growth

• Fixing problems

In summary – to deliver benefits and make change happen

Why is a Project Needed?

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1. What would you

expect the results of

a project to be?

2. Do you have any

examples of

expected results for

projects you have

been involved in?

3. Discuss

Activity

12

A new product or service created such as a:

o New Consultancy Service

o Conference Event

o New Product (e.g. Car, Mobile Phone, Website. Restaurant menu)

o A new software solution or system upgrade

o The introduction of new internal operating processes

o Organisational restructure

The term product, output, and deliverable can be used interchangeably

The results of a project can also be:

o Tangible (e.g. revenue growth) or intangible (e.g. customer satisfaction)

Expected Results from a Project

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1. What topic or

themes would be

relevant to

projects?

2. Make a list

Activity

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Topics or Themes

Can include:

15

1. What are the

benefits of

effective project

management?

2. Discuss

Activity

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1. Provide a greater likelihood of achieving the desired result.

2. Ensure efficient and best value use of resources.

3. Satisfy the differing needs of the project stakeholders.

Benefits of Effective Project Management

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• Managing the risks, issues

and change on the project.

• Monitoring progress against

plan.

• Managing the project

budget.

• Maintaining communications

with stakeholders and the

project organisation.

• Supplier management.

• Closing the project in a

controlled fashion when

appropriate.

• Define why a project is

necessary.

• Capturing project requirements,

specifying quality of the

deliverables, estimating

resources and timescales.

• Preparing a business case to

justify the investment.

• Securing Corporate agreement

and funding.

• Develop and implementing a

management plan for the

project.

• Leading and motivating the

project delivery team.

Core Components of Project Management

Project Context

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• A project does not operate in a vacuum

• It will have a number of influences that either constrain or liberate it

• These are many and varied and can be influenced only to a greater or lesser degree depending on their nature

• The project manager must be fully aware of these factors to prepare for them and manage them

o Definition: Project Environment:

o “The circumstances and conditions within which the project, programme or portfolio must operate”

The Project Context

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What Tools can we use to Understand this Environment?

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• Porters Five Force’s Analysis is based on the concept of five forces that determine the level of competition in the market, where the power lies, and to bring understanding and awareness from the competitiveness in your business environment, as well as providing insight to your strategies potential profitability.

• Strategic analysts use this model to understand the potential return on a new product or service.

• Not limited to only the actions of your competition, Porter’s model helps understand other forces in your environment, helping in adjusting your strategies to reduce or even eliminate these areas which may affect your ability to maximise the organisations potential

Porter’s Five Forces

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Porter’s Five Forces Model

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• Complete the

Porter ’s Five

Force model

activity

Activity

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PESTLE Analysis

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• In small groups,

complete the PESTLE

analysis on your own

organisation

Activity

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• The VMOST Analysis, also known as the MOST Analysis, is a framework and evaluation technique for strategic planning in an organisation

VMOST Analysis

• The VMOST structure can be

applied to a programme or

project in order to help

define the project’s mission,

goals and strategy and tactics

required to achieve these

goals.

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• A SWOT Analysis will

provide a significant

insight into how a

project ought to be

managed.

SWOT Analysis

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• In pairs, or small

groups –

complete the

SWOT activity

Activity

Project Management Methods and

Models

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Every project has a

lifecycle. The project

lifecycle has a number of

stages:

1. Initiation

2. Planning

3. Execution

4. Closure

Project Lifecycle

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• Complete the project

lifecycle task and identify

what you think will be the

main activities at each

stage of the event.

Activity

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Initiation 1. What is the purpose of the project?

2. What is the scope?

3. What are the aims of objectives?

Planning1. What are the timescales?

2. What resources are needed?

3. What is the budget?

4. Who will risk assess?

5. What are the contingency plans?

Execution 1. Regular progress reviews and team

meetings

2. By reviewing flow-charts, task lists,

planners, project plans, objectives

and so on, the team can see the

problems, reprioritise and allocate

resources to deal with the issues.

Closure1. Evaluate against the agreed aims and

objectives to see how it met and

exceeded expectations.

2. Projects need to be closed down and

lessons need to be learned and

recorded for future research and

development.

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• Waterfall Project Management methods - The waterfall model is one in which each phase of a product’s life cycle takes place in sequence, so that progress flows steadily downwards through these phases like a waterfall.

• Agile Project Management methods - is an umbrella term covering several newer project management approaches that use iterative work cycles, called sprints. Each sprint uses 'mini-phases' to define, build, test, and release the project deliverables.

Project Management Methods

Roles Within a Project Team

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• Going back to the

project lifecycle activity

and the planning of the

charity event

1. What sort of project

team roles might the

project need?

2. Make a list

Activity

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Could include, but not restricted to:

• Board members – director, charity trustees, shareholders

• Sponsors – if any business are sponsoring the event

• Managers – senior project coordinator, project manager, department manager

• Team leaders – customer service team, catering team, media team

• Team members – working on the project full/part time

• Subject specialists – health and safety, finance and audits, branding, specialist equipment

• Administrators – processing receipts, accounts, sales, Gantt charts for progress

Team Roles

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Organisational Structures – Matrix, Functional or Project?

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Strengths and Weakness of Organisational Structures

Delivering a Project

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There are five main steps to risk assessment of a project:

1) Identify the hazards

2) Decide who might be harmed, and how?

3) Evaluate the risks and decide on precautions

4) Record findings and implement them

5) Review the assessment and update as necessary

Consider the charity event for your own organisation. Identify at least 5 hazards, decide who might be harmed and how you could mitigate?

Risk Assessment

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• There are a number of project management tools that can be used for the different phases of the project. It is up to the team to decide on which tools they think would suit their project. Tools can include, for example:

1. SWOT analyses

2. Work Breakdown Structures (WBS)

3. PERT Diagrams

4. SMART objectives

5. Gantt charts

6. Critical Path Analysis

7. Plan on a Page

8. RACI matrix

9. Time management techniques

10. Kotter’s 8-stage change model

Tools Used for Project Management

Page 18-30 ILM Workbook

42

We have seen a SWOT analysis can be used in many different situations to identify and measure:

• Strengths of a project

• Weaknesses of a project

• Opportunities to improve

• Threats to progress

1. In pairs, carry out a SWOT analysis on the charity project

SWOT Analysis Activity

Strengths Weakness

Opportunity Threat

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• In Groups, think about

what you have learned:

1. Why do you think projects

need structure?

2. Can you think of any

project you have been

involved with and did that

project exhibit a structured

approach?

Activity

44

• Why do projects

fail?

1. Make a list

2. Discuss and

feedback

Activity

45

• Lack of skilled resources

• Unclear objectives

• Lack of management commitment

• Poor estimating

• Unrealistic user expectations

• Problems with external suppliers

• Moving goal posts

• Inadequate controls

• Poor planning

• Politics

• Unrealistic deadlines

Why Projects Fail?

Evaluating the Project

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Key Reviews

48

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• Success criteria is the measures by which the success of the project is judged.

• Typical success factors are:

1. Defining clear goals and objectives.

2. A focus on business value.

3. A proper governance structure.

4. Management commitment and clear communication channels.

Success Criteria and Managing Projects

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Activity

In Groups:

1. Define the typical success

factors for a project you are

working on or have worked on

previously?

2. Is there any corresponding

factors across your projects?

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Review

Complete the quiz to assess

knowledge on:

1. Project lifecycle and roles

2. Different project

management tools

3. Project risks and issues

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Agile – having a positive attitude to feedback (B1)

Agile – being adaptable and flexible to organisation needs (B2)

Agile – is creative, innovative and enterprising when seeking solutions (B3)

Inclusive – being open, honest and authentic (B1)

Inclusive – building trust with others (B2)

Inclusive – seeking others opinions (B3)

Takes responsibility – drives to achieve in all aspects of work (B1)

Behaviours

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